A Compendium ofExemplary Practices inEmergency Management

Volume II

PREPAREDNESS

May 1997
Foreword

This Compendium of Exemplary Practices in Emergency Management, Volume II, is a product

of the emergency management community working in partnership in service to the

public. It is the result of FEMA’s outreach initiative to identify the innovative ideas,

emergency management talent, and resources that exist throughout the country.

What is an exemplary practice? In the judgment of the emergency management partners

who reviewed all entries for this edition, it is any idea, project, program, technique, or

method in emergency management that has worked in one place and may be worthy of

adopting elsewhere. This Compendium describes public and private sector emergency

management practices that include unique coordination among organizations, volunteer

projects, resource sharing, and other innovative approaches to emergency management.

In addition to describing the practices selected, the Compendium refers readers to knowledgeable individuals for further information. This book is not only being published in

this printed format but is also available on the Internet at FEMA’s World Wide Web site.

In keeping with FEMA’s goals of building a strong and effective emergency management

system, the search for exemplary practices is continuing. Instructions and a form for

submitting additional innovative ideas can be found at the end of this volume, and we

urge you to share your exemplary practices.

Sincerely,

James Lee Witt

Director

Federal Emergency Management Agency

Kay C. Goss

Associate Director for

 Preparedness, Training, and Exercises Directorate
PARTNERSHIPS IN

PREPAREDNESS

A Compendium of Exemplary Practices in

Emergency Management

Volume II

Federal Emergency Management Agency

May 1997
Federal Emergency Management Agency

James Lee Witt

Director

Preparedness, Training, and Exercises Directorate

Kay C. Goss

Associate Director
iii

____________________________________________________________________ ACKNOWLEDGMENTS

Acknowledgments

Many people contributed to this second edition of the Compendium. Their contributions include the critical executive support needed to make this initiative a reality: the memoranda, letters, and communications on the Internet

encouraging nominations from throughout the emergency management community and the administrative tasks

and correspondence involved in the nominations of exemplary practices in emergency management.

Under the policy guidance of Kay Goss, Associate Director, Preparedness, Training, and Exercises Directorate, this

FEMA initiative in Partnerships in Preparedness was implemented in the State and Local Preparedness Division

under the direction of Robert P. Fletcher, Jr., and William B. Wark. The project officer during development of this

second edition was Maria Mlinarcik.

However, these names barely scratch the surface. The many ideas, suggestions, and encouraging words of support

received from people throughout the public and private sectors of the emergency management community have

given the effort vitality. All of the individual State and local emergency managers whose support and nominations

are a part of this edition are acknowledged as contact people in the body of the Compendium.

The Compendium is an example of interagency cooperation between FEMA and the U.S. Department of Justice’s

National Institute of Justice (NIJ). NIJ’s assistance was instrumental in establishing and applying a model of

information sharing among local, State, and Federal agencies.

The individuals listed below played direct roles in developing this edition. We wish to thank everyone associated

with launching this initiative and helping it grow.

Federal Emergency Management Agency

Headquarters Leadership

Kay C. Goss

Associate Director for Preparedness, Training, and

Exercises Directorate

Richard W. Krimm

Executive Associate Director for Mitigation

Lacy E. Suiter

Executive Associate Director for Response and Recovery

Spence W. Perry

Executive Administrator for Federal Insurance

Administration

Carrye B. Brown

Administrator for U.S. Fire Administration

Clay G. Hollister

Associate Director for Information Technology Services

Bruce Campbell

Associate Director for Operations Support

FEMA Regional Directors

Louis A. Elisa

Region I

Lynn G. Canton

Region II

Rita A. Calvan

Region III

Kenneth D. Hutchison

Region IV

Michelle M. Burkett

Region V

Raymond L. Young

Region VI

John A. Miller

Region VII

Michael Armstrong

Region VIII
iv

____________________________________________________________________ ACKNOWLEDGMENTS

Shirley Mattingly

Region IX

David L. de Courcy

Region X

State and Local Partners

Elizabeth B. Armstrong, CAE

National Coordinating Council on Emergency

Management

Garry L. Briese, CAE

International Association of Fire Chiefs

FEMA Participants

Morris Boone

Office of Emergency Information and Media Affairs

Leo Bosner

Response and Recovery Directorate

Joseph Coughlin

Federal Insurance Administration

Donna Erat

Office of Policy and Regional Operations

Marolyn D. Hatch

Response and Recovery Directorate

Dr. Joseph H. Massa

Information Technology Services Directorate

Dr. Denis Onieal

National Fire Academy

Andrew Sachs

Mitigation Directorate

Norbert Schwartz

Region V

Allan R. Zenowitz

Operations Support Directorate

National Institute of Justice

William B. Ballweber

Raymond German

G. Martin Lively

John Schwarz

Daniel Tompkins

Robyn Towles

Jeremy Travis

NIJ’s Information Clearinghouse Staff

(Operated by Aspen Systems Corporation)

Nancy Hegle

Bob Jefferson

Tina Kramer
v

Table of Contents

Foreword ........................................................................................ Inside front cover

Acknowledgments ................................................................................................... iii

Introduction .............................................................................................................. vi

Exemplary Practices ................................................................................................... 1

Superior ..................................................................................................................... 3

Commendable ....................................................................................................... 15

Indexes ....................................................................................................................... 47

Program Contacts .................................................................................................. 49

Program Titles ........................................................................................................ 51

Program Subjects ................................................................................................... 53

Program Locations ................................................................................................ 59

Forms .......................................................................................................................... 61

Reader Survey Form ............................................................................................ 63

New Programs/Update Form ........................................................................... 67

_________________________________________________ CONTENTS
vi

_________________________________________________________________________INTRODUCTION

Introduction

Dear Partners:

This second edition of Partnerships in Preparedness: A Compendium of Exemplary Practices in Emergency Management

represents the results of the Federal Emergency Management Agency’s (FEMA’s) ongoing canvassing for exemplary

practices in emergency management. A panel of our partners from the public and private emergency management

community reviewed all the practices included in this volume; the practices have all been certified as accurate by the

submitters. FEMA is not responsible for misinformation.

FEMA plans to publish annual editions of the Compendium and is, therefore, constantly searching for innovative

practices to be included. Forms are provided in the back pages of this edition for submitting nominations to be

included in future volumes. The same form can be used to provide updated information on any practices listed in

this volume. Another form is provided for your opinions on the Compendium.

The Compendiums will also be published online through gopher://www.fema.gov:70/11/pubs or

http://www.fema.gov/fema/publicat.html.

The organization of this document responds to FEMA’s goal to inform all interested individuals of innovative and

promising approaches to emergency management. While reviewing and rating the submissions for adherence to

FEMA standards and practices, effectiveness, ease of replication, cost-effectiveness, and presentation, the panel of

partners felt that several were especially noteworthy. Therefore, Volume II contains 9 superior practices and 29

commendable practices, which are provided in separate sections of this volume.

Sections are organized alphabetically by the State from which the exemplary practice was nominated. Under each

State listing, the programs are organized alphabetically. Each program listing provides data in the following categories: name of the program; contact person’s name, address, and phone and fax numbers; program type; population

targeted for the program; program setting; startup date; description of the program; evaluation information; annual

budget; sources of funding; and in some cases, additional sources for information. The categories are highlighted to

help the reader peruse each listing for specific data. For example, check the Program Type description to get a quick

overview of the program’s purpose. Read the Program Description to learn more about the program’s goals and

operations. Check the Evaluation Information for indicators of its success.

Four indexes enable readers to locate key information:

● Title. The program titles are listed in alphabetical order.

● Subject. Most programs have been indexed to more than a single subject heading. Subject headings include

aspects such as the type of problem being addressed by the program (e.g., earthquakes, hurricanes), the program

type (e.g., damage assessment), and solutions to problems (e.g., evacuation routes, emergency response teams).

● Location. This index enhances the Table of Contents by indicating the cities and counties within a State covered

by the program. If a program is multistate, that information is listed first under the name of each involved State.

If the program is operating throughout a single State, that information is provided next.

● Contact. The names of the program contacts are listed in alphabetical order to enable the reader to easily

identify the individuals to write to or call for further information.

Kay C. Goss

Associate Director for

 Preparedness, Training, and Exercises Directorate
Exemplary

Practices in

Emergency

Management
Superior
5

Los Angeles City Fire Explorer

Program

________________________________________________ CALIFORNIA

Contact:

Ralph D. Urquiza

Firefighter III

Fire Station 89 “A” Platoon

Los Angeles City

Fire Department

7063 Laurel Canyon Boulevard

North Hollywood, CA 91605

Tel: 818–756–8689

Fax: 805–376–0306

Program Type:

Emergency (firefighting)

education and volunteer

partnership.

Target Population:

Residents of a low- to middleincome Hispanic neighborhood.

Setting:

North Hollywood fire station.

Project Startup Date:

1979.

Program Description:

Fire Explorer Post 89 is one of 14 posts sponsored by the Los Angeles City Fire

Department and chartered by the Boy Scouts of America. Boys and girls at

least 15 but not yet 21 years old are eligible to join. Members meet regularly at

Fire Station 89 in North Hollywood, where a veteran firefighter acts as their

post unit adviser.

The goal of all these explorer posts is to expose the young people to

firefighting as an occupation and spark an interest in firefighting as a possible

career. After they are trained in the safety rules of the station, apparatus

inventory, and the department’s rules and regulations, explorers become

involved in specific approved station activities. Among these activities are

changing, washing, and hanging hoses; participating in the department’s

exercise program; maintaining the fire station and apparatus; classroom

training and chalkboard prefire planning; and working with tools, equipment,

and ladders to qualify to ride out on the apparatus.

After qualifying to ride out, an explorer can accompany fire companies during

routine and emergency activities but is prohibited from involvement in

hazardous situations or any direct fire suppression activities. To maintain

certification, explorers must schedule a minimum of 12 hours of ride-out time

per month.

Evaluation Information:

The Los Angeles City Fire Department Explorer Program has been recognized

as a very important part of the city’s volunteer program. Boys and girls in the

program have received praise for their efforts during the 1994 Northridge

earthquake and civil unrest and brush fires in 1992. One boy helped

firefighters extricate a man trapped by the earthquake in a concrete parking

garage. Five young men have been hired as full-time paid firefighters.

Annual Budget:

No specific funding; supported by the Los Angeles City Fire Department.

Sources of Funding:

Los Angeles City Fire Department.
6

Standardized Emergency

Management System (SEMS)

Contact:

Dave Zocchetti

Manager, Planning Assistance

Unit

Governor’s Office of Emergency

Services

2800 Meadowview Road

Sacramento, CA 95832

Tel: 916–464–3248

Fax: 916–464–3204

Program Type:

SEMS provides an organizational framework and information system at each level of the

State’s emergency management

system. It provides the regulatory umbrella under which all

response agencies must function in an integrated manner. It

incorporates the Incident

Command System (developed

under the FIRESCOPE Program), multiagency or interagency coordination, the State’s

master mutual aid agreement

and mutual aid systems, the

operational area concept, and

the Operational Area Satellite

Information System.

Target Population:

All emergency management

responders, including State

agencies, fire services, police

services, utilities, and other

special districts.

Setting:

Statewide.

Project Startup Date:

1994.

________________________________________________ CALIFORNIA

Program Description:

The California Governor’s Office of Emergency Services, along with an

advisory committee consisting of State and local emergency services, fire

services, law enforcement, emergency medical services, utilities, and other

special districts, provided leadership in the development of SEMS. In addition

to the regulations, SEMS Guidelines were developed to assist emergency

management agencies. The SEMS Guidelines:

• Delineate the activities of the five SEMS functions: management, operations, planning/intelligence, logistics, and finance/administration.

• Explain the principles and operating concepts of SEMS as set forth in

regulations.

• Describe how SEMS functions operate at all levels (field response, local

government, operational area, regional, and State) and the relationship

among levels.

• Provide training that may be used to plan and develop SEMS.

• Describe how existing plans and systems fit with SEMS.

• Describe the role of various levels of government, special districts, and

private and volunteer agencies in SEMS.

• Describe the system for maintaining and improving SEMS.

The maintenance system for SEMS includes three levels of multidisciplinary

committees. These committees continually recommend changes to the Director

of the California Governor’s Office of Emergency Services.

Evaluation Information:

Public hearings were held by the Governor’s Office of Emergency Services in

six mutual aid regions. SEMS regulations became part of California Government Code 8607 and the California Code of Regulations, Title 19, Division 2,

Office of Emergency Services, in September 1994. (Elements of SEMS will be

incorporated into the Veterans Administration Medical Center emergency

management plans in the near future.)

Annual Budget:

No funding was specifically allocated for SEMS.

Sources of Funding:

General fund revenues.
7

Neighbors for Defensible Space

Contact:

Gerald L. Adams

Fire Marshal

North Lake Tahoe

Fire Protection District

P.O. Box 385

Crystal Bay, NV 89402

Tel: 702–831–0351

Fax: 702–831–2072

Program Type:

Wildfire mitigation for the

Reno/Lake Tahoe/Carson City

region.

Target Population:

10,000 district residents.

Setting:

Within and surrounding the

Reno/Lake Tahoe/Carson City

region.

Project Startup Date:

1986.

___________________________________________________ NEVADA

Program Description:

A grassroots volunteer program, Neighbors for Defensible Space developed

out of a need to reduce the risk of uncontrolled wildfire in and around the firedependent district of Lake Tahoe, which has prevented catastrophic wildfires

for more than 90 years.

There are three basic components in such a wildfire situation: weather, topography, and fuels. Fuels are the one element Neighbors for Defensible Space can

control, and the program relies on its ability to either reduce, remove, or

modify fuels. The North Lake Tahoe District program has been a model in

public education and cooperative efforts in this area and has been able to

demonstrate that both fire protection and environmental concerns can be

addressed when dealing with wildfires. Neighbors for Defensible Space is in

its second year of a 5-year plan of “prescribed burning,” a program that

returns low-intensity fire to the forest system. In addition, the community is in

the process of adopting a joint long-range master plan with its Incline Village

General Improvement District, which provides water, sewage, water treatment, recreational facilities, and sanitation.

The U.S. Forest Service owns more than 650 parcels of land in the community,

which has obtained approximately $900,000 in congressional funds to manage

the land. In 1991 the community’s taxes paid to selectively harvest 750 acres of

dead and dying timber at a cost of approximately $1 million. Forty-eight

percent of property owners have involved their private lands in the effort

(approximately 3,500 parcels).

Evaluation Information:

Defensible Space was recognized by the National Commission on Wildfire

Disasters (a congressional committee) as a model of public education and

cooperative efforts that produce results in reducing wildfire risk to urban

interface communities. Their publications are used by other fire and forestry

agencies.

Annual Budget:

$5,584 in 1995 from donations.

Sources of Funding:

Primarily donations and outside agencies’ earmarked funds. Local taxes,

congressional funds, State forest stewardship funds, community donations,

and property owners provide additional monies.
8

Emergency Responders

Appreciation Day (ERAD)

Contact:

Robin Ellis

President

ERAD Executive Committee

P.O. Box 911

Aiken, SC 29802

Tel: 803–649–9778

Fax: 803–649–2114

E-mail: eradre@scescape.net

Program Type:

Nonprofit, community-funded

program to raise awareness of

and show appreciation to the

emergency responder community of Aiken County, South

Carolina.

Target Population:

Aiken County, South Carolina.

Setting:

Rural and urban Aiken County.

Project Startup Date:

1989.

Program Description:

ERAD is a nonprofit organization to:

• Recognize the achievements of the Aiken County emergency responder

community.

• Raise public awareness of their accomplishments.

• Hold educational seminars with national leaders.

• Organize a yearly community program that includes:

• An annual awards dinner for the emergency response community

(approximately 500 persons attend).

• An annual educational seminar.

• An annual parade.

• Professional skills competitions for firefighting, law enforcement, and

emergency medical services.

• A health and safety fair.

ERAD works in conjunction with all emergency responder departments and

agencies in Aiken County, including the South Carolina State Public Service

Network, South Carolina Joint Council of Fire Services, South Carolina Educational Television, Aiken Chapter of the South Carolina Law Enforcement

Association, University of South Carolina—South Carolina State Firefighters

Association, and others.

Evaluation Information:

ERAD has received recognition from many local, county, State, and Federal

organizations and governments, including the City of Aiken Proclamation and

the County of Aiken Proclamation for the past 5 years in a row, citations from

the South Carolina Joint Council of Fire Service for “outstanding efforts on

behalf of fire service” (1994) and “outstanding support and educational

development of the emergency responders of South Carolina” (1995).

In 1996 FEMA chose ERAD to be one of the Global Emergency Management

System (GEMS) nongovernmental resources on its home page.

Annual Budget:

The annual cost of the program exceeds $45,000. This does not include labor to

present the program, which is donated.

Sources of Funding:

Corporate sponsorship by Aiken Regional Medical Centers and more than 30

national, State, and local businesses and organizations.

____________________________________________ SOUTH CAROLINA
9

A Chronology of Historic Disasters

in Tennessee

Contact:

Allen Reese Coggins

Emergency Project Manager

Emergency Management

Laboratory

Oak Ridge Institute for Science

and Education

Oak Ridge Associated Universities

Box 117

Oak Ridge, TN 37831–0117

Tel: 423–576–0975

Fax: 423–576–9383

Program Type:

A historical compilation (data

base) of State and local disasters

in Tennessee that have occurred

over the past two centuries.

Target Population:

State personnel (to compile

State and local emergency

plans); American Red Cross (for

State and area plans); colleges

(for classes in safety, emergency

management, and geography);

State and local publications;

and emergency management

personnel.

Setting:

Agencies, individuals, and

educational institutions statewide.

Project Startup Date:

1986.

Program Description:

This compilation of 200 years of Tennessee disasters details several hundred

incidents representing more than 50 types of disasters, including transportation accidents (air, rail, water, and highway); severe weather (tornadoes,

slowrise floods, flash floods, droughts, severe cold and heat); earthquakes and

geological failures; hazardous materials incidents; dam failures; mining and

industrial accidents; explosions and fires; epidemics; civil disturbances; and

others.

This growing data base is ideal for use in hazard mitigation and emergency

preparedness.

The data have been used in developing comprehensive and credible scenarios

for disaster drills and exercises, as well as in State and local emergency plans

and procedures. Much of the data has been published. The data base is the

only such comprehensive record known to exist.

Evaluation Information:

The information in the data base has been used by a variety of agencies and

individuals statewide to develop plans, other documents, and strategies to

educate the public about potential disasters. Some of these agencies include

FEMA, the Tennessee Emergency Management Agency, American Red Cross,

and the U.S. Geological Survey. Oral and written presentations have also been

made on how the data was compiled; it appeared in the proceedings of the

American Society of Professional Emergency Planners in 1994.

Annual Budget:

The data base was compiled by a volunteer (the author).

Sources of Funding:

N/A.

_________________________________________________ TENNESSEE
10

Special Needs Awareness Program

(SNAP)

Contact:

Sgt. Robert J. Smith

Project Director

St. Luke’s UMC

4265 E. Lucas Drive

Beaumont, TX 77708

Tel: 409–880–3818

Fax: 409–880–3873

Program Type:

Emergency evacuation

assistance.

Target Population:

Elderly, physically and mentally

challenged, and homebound

residents who would require

special assistance during an

emergency.

Setting:

Any residential area in any

State; the SNAP program

originated in Beaumont, Texas.

Project Startup Date:

1994.

_____________________________________________________ TEXAS

Program Description:

After flooding occurred in areas of southeast Texas in October 1994, students

in the Community Problem Solving class of Austin Middle School, Beaumont,

Texas, responded to stories they had heard about people having difficulty

during emergency evacuations. The students originated the idea for SNAP and

established a pilot program in their community.

The goal of SNAP is to identify those persons, such as the elderly, mentally

and physically challenged, or homebound, who would have difficulty in an

emergency evacuation. These residents are given special SNAP signs for

display only during an emergency. SNAP also notifies police, fire, and emergency management personnel that they should look for the SNAP signs to

determine where assistance is needed in an evacuation.

SNAP distributes information on the program to civic organizations, churches,

and government agencies in the area through letters, speakers bureaus, and

videotapes. The program has spread throughout the United States and internationally via the Internet and magazine articles.

Evaluation Information:

Information on the program has been requested by agencies in 31 States, the

Dominican Republic, and Australia. Three magazines—Natural Hazard Observer, Wanted Magazine, and D.E.M. Digest—have featured articles on the

program. The 41 SNAP students from Beaumont Middle School who originated the program won first place in the intermediate division in the 1995

International Future Problem Solving (Community Problem Solving) Competition in Providence, Rhode Island.

Annual Budget:

$1,200.

Sources of Funding:

Beaumont Public Schools Foundation, Inc., FAD (Falcons Against Drugs),

funds raised by SNAP team members, and personal donations.

Source for Additional Information:

Mrs. Lynne Buchwald, Austin Middle School, Beaumont, TX (409–866–8143).
11

National Coordinating Council on

Emergency Management (NCCEM)

Certified Emergency Manager (CEM)

Program

Contact:

Elizabeth B. Armstrong, CAE

Executive Director

National Coordinating Council

on Emergency Management

111 Park Place

Falls Church, VA 22046–4513

Tel: 703–538–1795

Fax: 703–241–5603

E-mail: nccem@aol.com

Program Type:

Recognition for managers of

emergency management

programs; professional

credentialing/certification

program.

Target Population:

People responsible for emergency management programs

such as those in local government, business and industry,

military installations, health

care facilities, or educational

institutions.

Setting:

Primarily nationwide, but a few

international participants have

signed up to pursue the CEM,

as well.

Project Startup Date:

1993.

__________________________________________________ VIRGINIA

Program Description:

Requirements for acceptance to the program to recognize achievements in

emergency management include minimum credentials in the areas of experience, references, education, training, and contributions to the profession, as

well as a management essay, which requires respondents to submit a response

to a scenario they might face while fulfilling their responsibilities. Beginning in

1998, applicants must also successfully complete a multiple-choice test.

A brochure with more information is available through NCCEM headquarters;

upon enrollment, candidates receive a complete application booklet with all

instructions and forms needed to complete a CEM application package.

Evaluation Information:

Since project startup, 624 emergency management professionals have earned

the Certified Emergency Manager designation, including 10 from Canada,

1 from the Virgin Islands, 1 from Wales, and 1 from Costa Rica. As of July 1995,

1,646 had enrolled to pursue the CEM. About 10 percent of candidates serve in

the military, and every branch is represented.

The International City & County Management Association has recommended

its constituents give preferential treatment to certified applicants applying for

emergency management positions.

Annual Budget:

NCCEM is a nonprofit, charitable organization. Annual CEM program expenses are about $65,000.

Sources of Funding:

Expenses are covered by enrollment and application fees, $75 and $250,

respectively. Non-NCCEM members pay slightly higher fees.

Applicants’ submissions (which may include portfolios and descriptions of

their experience in emergency management) are evaluated by a commission

made up of volunteers from local emergency management, allied disciplines,

academia, private industry, and the military. Although the commission’s time

is donated, funding for the CEM Program covers expenses such as travel,

administration, and overhead.
12

Police-Fire Incident

Management Course

___________________________________________________VIRGINIA

Contacts:

F. Wesley Dolezal

Fire Chief

Chesterfield Fire Department

P.O. Box 40

Chesterfield, VA 23832

Tel: 804–748–1360

Fax: 804–751–9022

Colonel Carl R. Baker

Police Chief

Chesterfield Police Department

P.O. Box 40

Chesterfield, VA 23832

Tel: 804–748–1266

Fax: 804–748–1239

Program Type:

Comprehensive incident

management course.

Target Population:

Police and Fire Department

personnel.

Setting:

Communitywide.

Project Startup Date:

1995.

Program Description:

The Police-Fire Incident Management Course is intended for command-level

officers in the law enforcement and fire service disciplines who are responsible

for responding to and working together in incidents involving a real or

potential risk to life and property and who have a working familiarity with the

Incident Command System (ICS). The course focuses on developing a substantive improvement in the capability of law enforcement and fire service agencies to work together in the response to critical incidents. During the training,

participants are expected to demonstrate their ability to apply the concepts

learned during the course to three simulated incidents, which progress from

small incidents to those of major proportions. Following each simulation,

comprehensive discussions occur that are intended to ensure that lessons

learned from the simulations are reviewed. Participants learn underlying

concepts and become able to define, explain, discuss, and provide examples of

the basic tenets of ICS.

Evaluation Information:

Adopted by the International Association of Chiefs of Police and International

Association of Fire Chiefs as a joint venture.

Annual Budget:

$6,500.

Sources of Funding:

Funded out of the annual operating budgets for police and fire.
13

_______________________________________________ WASHINGTON

Chimacum High School Earthquake

Preparedness Program

Contact:

Michelle Kelley

Volunteer

Chimacum High School

Chimacum, WA 98325

Tel: 360–732–4481

Fax: 360–732–7359

Program Type:

Teaching earthquake preparedness.

Target Population:

Chimacum elementary school

students.

Setting:

Rural Western Washington

Olympic Peninsula, in a community located near a newly

documented, active earthquake

faultline.

Project Startup Date:

1993.

Program Description:

This program involves high school students teaching elementary school

students about earthquake preparedness. Each class designs its own project for

communicating this information. School staff see the value of such peer

education.

For example, the class of 1997 designed a community service project. One

element of the project was to participate in the school district’s earthquake

preparedness committee and provide input from the students. The students

also researched the needs of classroom teachers, purchased supplies, and

stocked each classroom with a “teacher’s kit.” They also researched and

prepared personal “kid kits,” which are sold for $7. The “kid kits” are a

voluntary purchase. In addition, the students prepared an earthquake preparedness course script based on information from FEMA “Earthquake

Dudes” and FEMA literature, a videotape, and an earthquake simulation with

sound effects, which is available upon request.

Each class restocks the “teacher’s kit.” High school students have taken

American Red Cross courses, so shelters could be opened in high schools if

needed.

Evaluation Information:

Formal evaluation forms are completed after every class session by the regular

classroom teacher and class students. All forms are on file. There are increased

signs of school and community concern and awareness as elementary students

discuss what they have learned with their parents and siblings.

Annual Budget:

The school district budgeted $800 to $1,000 to purchase supplies for the

“teacher’s kits.”

Sources of Funding:

The Chimacum school district and Chimacum class of 1997 fundraising.
Commendable Commendable
17

________________________________________________ CALIFORNIA

Arcadia Chamber of Commerce

Emergency Preparedness

Committee for Business Owners

Contact:

Joyce MacCartney

Chamber of Commerce

City of Arcadia

Arcadia, CA 91006

Tel: 818–447–2159

Fax: 818–445–0273

Program Type:

Emergency preparedness

information to help businesses

identify their extent of need

following a disaster.

Target Population:

Arcadia business owners.

Setting:

Arcadia, California.

Project Startup Date:

1992.

Program Description:

The Arcadia Chamber of Commerce Emergency Preparedness Committee for

Business Owners provides local business owners with a disaster identification

packet. The informational packet contains instructions for self-assessment of

damage by the owner, along with color-coded placards that correspond to the

level of need, e.g., major, moderate, or minor/no damage. Immediately following a disaster, a business owner, using the guidelines provided in the packet,

would determine the extent of help needed and display the appropriate color

placard. Emergency service units surveying the city would be able to instantly

identify areas that required immediate assistance and thus focus available

resources on those areas with the greatest need. Instructions also are provided on

what supplies are needed and what activities to perform after an earthquake.

Evaluation Information:

Other cities and counties have requested information about the disaster

identification packet and indicated an interest in replicating the program.

Following a presentation to the Arcadia Coordinating Committee, the PTA

expressed an interest in adapting the program for use in schools.

Annual Budget:

None. Projects are funded individually.

Sources of Funding:

Funds come from the Chamber of Commerce and the fire department; printing

companies and manufacturers have donated printing and materials.
18

Auxiliary Communications

Mutual Aid

Contact:

George J. Washburn

OES Telecommunications

Coordinator

Santa Clara County Office of

Emergency Services

55 West Younger Avenue

4th Floor

San Jose, CA 95110

Tel: 408–299–3751

Fax: 408–294–4851

E-mail: gwashbur@cisco.com

Program Type:

Auxiliary communications

mutual aid programs for Loma

Prieta and Santa Clara Counties.

Target Population:

Citizens of the Loma Prieta

mountain communities;

NASA’s Ames Research Center;

and citizens of Santa Clara

County.

Setting:

Santa Clara and Santa Cruz

counties.

Project Startup Date:

1993.

Program Description:

Santa Clara County Amateur Radio Emergency Service/Radio Amateur Civil

Emergency Service (ARES/RACES) initiated what are believed to be the first two

auxiliary communications mutual aid agreements in California. They provide for

response by auxiliary communications volunteers to Federal agencies that would

normally be limited or delayed by typical mutual aid policies.

The Loma Prieta RACES Mutual Aid Agreement provides for the authorized

response of amateur radio operators (who are registered as Disaster Service

Workers) to the Loma Prieta unincorporated communities in both Santa

Clara and Santa Cruz counties—whenever either county activates its RACES

volunteers.

The NASA/Ames RACES Automatic Aid Agreement provides for the authorized

response of a RACES radio officer to the Ames emergency operations center to

determine the need for auxiliary communications support.

Evaluation Information:

The mutual aid programs received the Exceptional Service Award from the

California Emergency Services Association and the Project Award from the

Governor’s Office of Emergency Services, and the Loma Prieta Mutual Aid

Agreement by Santa Cruz and Santa Clara counties has been renewed.

Annual Budget:

None (volunteers).

Sources of Funding:

N/A.

________________________________________________ CALIFORNIA
19

Community Agencies Disaster

Relief Effort (CADRE)

Contact:

Adina Novodor

Project Manager

CADRE

2731 N. First Street

San Jose, CA 94134

Tel: 408–577–2015

Fax: 408–577–2030

E-mail: CADREProj@aol.com

AdinaN@aol.com

Program Type:

Coalition of private nonprofit

and community-based organizations acting in concert to

prepare and deliver a coordinated response to emergency

needs in Santa Clara County in

the event of a disaster.

Target Population:

Nonprofit agencies and

community-based organizations.

Setting:

Santa Clara County.

Project Startup Date:

1990.

Program Description:

After the 1989 Loma Prieta earthquake, the United Way of Santa Clara County

convened representatives from the local nonprofit agencies, community-based

organizations, and local government to assess the emergency response to special

needs populations. As a result of identified gaps in services, the United Way

issued a request for a proposal to develop and implement a disaster preparedness training and coordination project comprised of the nonprofit agencies and

community-based organizations in Santa Clara County. CADRE assists the local

government in managing inkind donations and convergent volunteers and

supports member agencies during disasters, eliminating duplication of services.

CADRE sponsors a variety of disaster preparedness workshops on agency

preparedness, critical incident stress debriefing, and sheltering special needs

populations, which addresses sites, materials, and personnel.

Evaluation Information:

The concept of CADRE has been used in six other bay-area counties.

Annual Budget:

$79,000 to $96,000.

Sources of Funding:

United Way of Santa Clara County (10/90–6/93). American Red Cross/

Northern California Disaster Preparedness Network (7/93–present).

________________________________________________ CALIFORNIA
20

Earthquake Debris Collection

Program

Contact:

Laura Herron

Assistant City Manager

City of Simi Valley

2929 Tapo Canyon Road

Simi Valley, CA 93063–2199

Tel: 805–583–6701

Fax: 805–526–2489

Program Type:

Earthquake debris removal.

Target Population:

Simi Valley residents.

Setting:

Urban.

Project Startup Date:

1994.

Program Description:

Simi’s Earthquake Debris Collection Program was a model of local government working in partnership with a variety of private sector entities to provide residents with a much-needed disaster response immediately following

the 1994 Northridge earthquake. Although developed during an emergency,

the program fulfilled its goals of providing a free, safe, and convenient manner

in which to dispose of earthquake-related debris; to be cost-effective; and to

recycle as much as possible. Residents were informed of the program through

regular press releases, cable television, and fliers. Debris was removed daily,

and dust was controlled by having a water truck always on site. More than 87

percent of the 95,100 tons of earthquake debris collected was recycled. The city

used experts in debris collection, transportation, recycling, and disposal. The

secured site prevented illegal dumping of hazardous materials and

nonearthquake debris. There was no blight on the streets or potential for

accidents and liability from curbside collection, where debris might not be

removed for months.

The program did not handle hazardous waste. Hazardous materials were

disposed of through several household hazardous waste collection events held

in Simi Valley from January 1994 through June 1995. The county sponsored an

event immediately after the earthquake and the city sponsored events in June

1994, October 1994, and June 1995. Recyclable-only household hazardous

waste also was collected each Saturday beginning in March 1994 at the city’s

permanent collection site.

Evaluation Information:

The average cost-per-ton of debris removal for this program was $26.26. This

figure was arrived at by dividing the total cost of the program (including

recycling and landfill disposal costs, hauler collection costs per the city rate

schedule, city and hauler personnel costs, and site maintenance costs such as

dust control, signs, and portable toilet services) by the total number of tons

collected by the program. Another curbside debris collection program cost

$77.39 per ton, according to Northridge Earthquake Response Effort, a report from

the city of Los Angeles.

Annual Budget:

The total cost of the program from January 1994 through June 1995 was

approximately $2,500,000.

Sources of Funding:

FEMA and the California Office of Emergency Services.

________________________________________________ CALIFORNIA
21

Earthquake Fair

Contact:

Gary D. Milliman

City Manager

City of Fort Bragg

416 North Franklin Street

Fort Bragg, CA 95437

Tel: 707–961–2823

Fax: 707–961–2802

Program Type:

Dissemination of earthquake

preparedness materials.

Target Population:

Fort Bragg area residents.

Setting:

Downtown commercial district.

Project Startup Date:

1993.

Program Description:

The Earthquake Fair was developed out of a need to better prepare Fort Bragg

residents for family survival in an earthquake and to help citizens improve

structures’ seismic safety. The idea of the fair grew out of a meeting convened

by the city with a citizens group to discuss ideas and support for disaster

preparedness following a power outage from a severe storm. The concept of a

hands-on community event combining demonstrations and commercial

exhibits seemed to be most accessible and informative for city residents—

events such as the Redwood Empire Fair, Mendocino County Fair, merchant

expositions, handicraft fairs, car shows, and garage sales were always popular.

The Earthquake Fair was sponsored and coordinated by the city of Fort Bragg.

Volunteers included local educators, merchants, and emergency service

workers. Some of the exhibits and demonstrations included information on

local response preparedness programs; videos on topics such as preventing

nonstructural damage; first aid; how to conduct CPR; radio enthusiasts’ roles

in disaster response through the REACT program; the hazards of downed

power lines; how to use emergency generators safely; how to develop a family

disaster supply kit; family and home preparedness; how to retrofit mobile and

modular homes for seismic safety; and what students should do during an

earthquake if they are at school.

Evaluation Information:

Results of a random survey of attendees indicated they benefited from the fair.

Local businesses developed special promotions to market family earthquake

preparedness supplies. Residents are developing family preparedness supply

kits. The school district has appointed an emergency preparedness coordinator

to develop school plans and resources. A new Red Cross chapter is forming.

The Building Department reports an increased number of homeowners doing

seismic retrofit projects.

Annual Budget:

$2,000.

Sources of Funding:

City and participants.

________________________________________________ CALIFORNIA
22

The Emergency Preparedness

Chair Interest Group Newsletter:

EPCIG Newsletter

Contact:

Sarah Peterson

Regional Environmental Health

and Safety

Kaiser Permanente

1800 Harrison Street

20th Floor

Oakland, CA 94612

Tel: 510–987–3341

Fax: 510–987–5136

E-mail:

ehssap@ncal.kaiperm.org

Program Type:

Emergency preparedness

educational newsletter.

Target Population:

Medical center managers,

administrators, physicians, and

other interested parties within

the Kaiser organization.

Setting:

Produced and distributed

internally for the Northern

California Kaiser Permanente

organization.

Project Startup Date:

1993.

Program Description:

The Emergency Preparedness Chair Interest Group newsletter, the EPCIG

Newsletter, is published twice yearly; topics include the Incident Command

System, Hospital Emergency Incident Command System, Kaiser Hospital

Emergency Incident Command System, Northern California Kaiser

Permanente postearthquake inspection program, release of patient information

during a disaster, and the organization’s Earthquake Hazards Mitigation

Program. Additional information is available through an e-mail conference.

The Earthquake Hazards Mitigation Program, for example, has three components:

• The Medical Center Building Systems Study, which involves anchoring

pipes, water, and gas lines to keep them operational.

• Seismic Mitigation of Equipment and Furniture, which involves securing

furniture and equipment by anchoring them, while still being able to move

them for cleaning, servicing, or daily use.

• Seismic Mitigation of Parking Structures, which involves upgrading the

structures, based in part on lessons learned from previous earthquakes.

Evaluation Information:

The newsletter was listed as a resource in the Natural Hazards Observer (July

1996).

Annual Budget:

$1,200.

Sources of Funding:

Kaiser Foundation hospitals/health plan.

________________________________________________ CALIFORNIA
23

Home Earthquake Strengthening

Program

Contact:

William Schock

Chief Building Official

City of San Leandro

835 East 14th Street

San Leandro, CA 94577

Tel: 510–577–3405

Fax: 510–577–6009

Program Type:

Program and handbook about a

low-cost program provided by

the city to help improve a

homeowner’s chances of

surviving an earthquake

inexpensively, easily, and as

soon as possible.

Target Population:

San Leandro, California,

homeowners and their

contractors.

Setting:

San Leandro, California.

Project Startup Date:

1994.

Program Description:

San Leandro Development Services, Building Regulations and Disaster

Preparedness Divisions, produced their handbook 3 Easy Low Cost Ways to

Make Your Home Earthquake Survivable to illustrate basic retrofit techniques for

single-family wood frame structures. The program includes practical hands-on

workshops with experts, educational videotapes, detailed construction drawings, and a streamlined package of plans and permits. The program, available

for a minimal charge, begins with a simple checkup of a home’s earthquake

fitness. Even residents who do not do the work themselves will learn the

differences between good construction and bad and how to make informed

choices in hiring a contractor.

Designed to address known earthquake weaknesses in older home construction, the program also is tailored to the design features of the community’s

homes and is based on contemporary engineering practices and improved

construction techniques learned from the 1994 Northridge earthquake. The

city supplies the permit and inspection documentation to show that the home

has been strengthened to prescriptive standards.

Evaluation Information:

Seventy-five residents have obtained permits to begin work on their homes,

and 209 have been trained to strengthen their single-family homes against

earthquakes. In June 1996 FEMA presented San Leandro with its prestigious

Outstanding Public Service Award for the program. The mayor presented

the program to 225 mayors attending the U.S. Conference of Mayors annual

meeting.

Annual Budget:

The average annual expenditure for the program is approximately $15,000.

This includes additional staff time to administer the program, literature

reproduction, tool maintenance and replacement, marketing, and miscellaneous materials costs. It does not include program startup costs and tool and

building material donations from private industry.

Sources of Funding:

The city and FEMA.

________________________________________________ CALIFORNIA
24

Meteorological Consultation

Services

Contact:

Pete Curran

Firefighter/Paramedic/

Meteorologist

Orange County Fire Authority

2435 Camino Bucanero

San Clemente, CA 92673

Tel: 714–492–5859

Fax: 714–492–5012

Program Type:

Meteorological consultation

services.

Target Population:

Local emergency management

agencies.

Setting:

Orange County, California.

Project Startup Date:

1992.

Program Description:

Mr. Curran, a certified weather spotter for the U.S. Weather Service, provides

detailed weather analyses and forecasts in a usable format for emergency

management officials. Using up-to-the-minute satellite and radar graphics, he

provides real-time data interpretation to fire and emergency management

officials, which enables them to provide enhanced resource management and

logistics during severe weather conditions. Using this data, emergency managers are able to prestage hand crews, swift water rescue teams, bulldozers, and

other resources in areas with severe weather conditions. By providing this data

in real time, managers are able to react quickly in areas identified by satellite,

radar, or telemetry. The techniques used to provide this data can easily be

adapted to other jurisdictions by providing training in basic meteorological

data interpretation. In addition, many of the satellite and radar products he

uses are currently available on the Internet at no cost.

Evaluation Information:

Mr. Curran’s provision of real-time weather data during extreme weather

conditions has been acknowledged by the Laguna Beach Fire Chief and the

Assistant Director of Operations of the Orange County Fire Department.

Furthermore, the service has received several letters of recommendation from

emergency management officials whose departments have benefited from the

weather updates during emergency situations.

Annual Budget:

Forecasting and consultation services normally occur during regular, on-duty

fire department hours. Overtime has been granted by the Fire Authority on an

as-needed basis during significant weather events. Associated computer online

and service subscription costs are absorbed by the fire department.

Sources of Funding:

N/A.

________________________________________________ CALIFORNIA
25

Pacific Grove—A Model for Small

City Disaster Preparedness

Contact:

Russell C. Coile, Ph.D., CEM

Disaster Coordinator

Pacific Grove Fire Department

600 Pine Avenue

Pacific Grove, CA 93950–3317

Tel: 408–648–3110

Fax: 408–648–3107

E-mail: russell@coile.com

Program Type:

Disaster preparedness.

Target Population:

Residents of Pacific Grove

(17,000).

Setting:

Pacific Grove.

Project Startup Date:

1990.

Program Description:

In 1990 Pacific Grove (60 miles from the epicenter of the 1989 Loma Prieta

earthquake) decided to prepare a comprehensive earthquake and disaster

plan, following a study that showed the likelihood of a complete loss of

utilities, sewer systems, and telephone services, as well as an overload of

cellular systems and damage to streets and highway overpasses during an

earthquake. City employees were sent to earthquake preparedness training

courses given at the Governor’s Office of Emergency Services’ California

Specialized Training Institute in San Luis Obispo. A disaster coordinator was

hired to update the city’s disaster plan. A Volunteers in Preparedness program

was formed to train neighborhood emergency response teams, which include

amateur radio operators and Boy Scouts, in earthquake preparedness, disaster

medicine, how and when to turn off the gas, how to rescue victims trapped

under earthquake debris, and firefighting.

Lacking funding, the disaster coordinator enlisted retirement homes, volunteer

organizations, public utilities, and emergency service agencies to join in the

State’s “Duck, Cover and Hold” earthquake drill.

Evaluation Information:

In 1994 Pacific Grove was cited as the only city (of 12) in Monterey County

having an emergency planner and the only city to hold earthquake drills

regularly. Pacific Grove received the Institute of Local Self Government’s

California Cities Helen Putnam Award for Excellence (honorable mention—

public safety) in 1995. The city’s preparedness programs have received innumerable media mentions.

Annual Budget:

$28,000 (FEMA: $11,000 toward the disaster coordinator’s salary; $14,000 from

the city’s fire department budget; and $3,000 from the city budget).

Sources of Funding:

FEMA and city budgets.

________________________________________________ CALIFORNIA
26

Residential Seismic Voluntary

Program (RSVP)

Contact:

Robert Sedivy

Acting Building Official

City of Santa Barbara

Community Development

Department

Building and Safety Division

630 Garden Street

P.O. Box 1990

Santa Barbara, CA 93102–1990

Tel: 805–564–5485

Fax: 805–564–5476

Program Type:

Improving seismic resistance to

earthquakes in older homes.

Target Population:

Residential homeowners or

tenants in homes (with four

units or fewer) built before 1960

without foundations, anchor

bolts, or cripple wall (a short

wall that connects the foundation to the floor of the house

and encloses the crawl space)

bracing.

Setting:

Citywide (population 90,000).

Project Startup Date:

1993.

Program Description:

RSVP provides user-friendly information and assistance on improving resistance

to the effects of earthquakes. Residential homeowners or tenants in older

homes with four or fewer units and three or fewer stories built on perimeter

foundations or without any foundation can use this service. City staff estimate

there are more than 10,000 such homes within the city of Santa Barbara.

History has shown that such homes, lacking anchor bolts, foundations, or

bracing of cripple walls within crawl spaces, are often seriously damaged or

destroyed for lack of these simple repairs or improvements. In 1993 Santa

Barbara produced a preapproved engineering plan for repair of these homes.

The plan provides the user with instructions, general notes, and inspection

requirements, and gives the user the flexibility to customize the plan to meet

his or her needs. RSVP offers inspections to determine if the work is necessary

and, if it is, inspection staff assist the owner in completing the plan for permit

approval. The plan eliminates costly engineering and drafting expenses;

therefore more homeowners are able to undertake the work. Permit approval

is performed over the counter. The permit and approved plan enable the

homeowner to obtain competitive bids and to be assured that the work is

performed in accordance with recognized standards. Public workshops are

held twice yearly, and several hundred persons attend each. The city uses

water bill inserts (mailed to all city residents) to advertise the program.

Evaluation Information:

More than 300 homes have been retrofitted or submitted for retrofit in a 3-year

period. The program has received recognition from the California Seismic

Safety Commission, Insurance Institute for Property Loss Reduction, and local

media. Los Angeles and San Leandro have followed the program.

Annual Budget:

Approximately $500 for promotion.

Sources of Funding:

Funding comes entirely from material suppliers who are charged to display

their products at RSVP homeowner and contractor workshops. The contractors

are charged $50, and receive a certificate.

________________________________________________ CALIFORNIA
27

Hazardous Materials Emergency

Response Interagency Agreement

Between the City of Grand

Junction Fire Department and the

Bureau of Land Management

_________________________________________________COLORADO

Contact:

Drew Reekie

Hazardous Materials

Coordinator

City of Grand Junction Fire

Department

330 South Sixth Street

Grand Junction, CO 81501

Tel: 970–244–1470

Fax: 970–244–1471

Program Type:

Hazardous materials emergency response.

Target Population:

The 725,810 citizens of western

Colorado.

Setting:

The western slope of Colorado,

all counties west of the Continental Divide.

Project Startup Date:

1994.

Program Description:

The Bureau of Land Management (BLM) and the city of Grand Junction have

entered into an agreement whereby the Grand Junction Fire Department

(GJFD) HAZMAT team responds to releases of hazardous materials on public

land throughout the western slope of Colorado. This additional unit makes it

possible to respond to BLM incidents and assist other designated emergency

response authorities on the western slope of Colorado. In addition, by utilizing

the existing trained personnel of the GJFD, BLM has eliminated the duplication of costly services. This innovative agreement is the first of its kind nationally.

Evaluation Information:

On December 10, 1994, Colorado Governor Roy Romer presented the Colorado

Fire Service Leadership award to GJFD. This award recognizes outstanding

programs and activities that demonstrate innovation in local fire protection

problemsolving.

Annual Budget:

No annual budget has been needed.

Sources of Funding:

All maintenance of the response unit is paid for by BLM.
28

Delaware City—Community

Awareness and Emergency

Response Committee (DC–CAER)

_________________________________________________ DELAWARE

Contact:

Richard W. Kendall, CEM

Coordinator of Emergency

 Planning/DC–CAER

 Chairman

New Castle County Office of

Emergency Preparedness

151 North Dupont Highway

New Castle, DE 19720

Tel: 302–323–2561

Fax: 302–323–2565

Program Type:

Chemical emergency preparedness planning.

Target Population:

6,000 residents, emergency

responders, and employees and

visitors of 11 chemical plants.

Setting:

Suburban environment with

one small town.

Project Startup Date:

1985.

Program Description:

DC–CAER, comprised of representatives of the chemical industry; volunteer

organizations; and public, State, and local governments, addresses mutual

concerns involving a chemical plant complex near Delaware City. Formed

voluntarily in 1985, DC–CAER strives to meet three goals: to enhance emergency response capabilities, to test and evaluate these capabilities, and to

foster knowledge about chemical-related hazards and protective measures.

DC–CAER maintains a comprehensive emergency response plan to deal with

chemical emergencies at the plant; conducts training programs for emergency

responders; coordinates annual field emergency response exercises and

tabletop drills; conducts community outreach programs to disseminate

emergency information; makes presentations about its programs to community, government, and professional organizations throughout Delaware and in

other States; and has produced a video that is distributed to Delaware’s

Extremely Hazardous Substance facilities.

Evaluation Information:

The county has received awards from the Chemical Manufacturers Association, National Coordinating Council on Emergency Management, and U.S.

Environmental Protection Agency. There have been actual emergencies without injuries.

Annual Budget:

None, but special projects have received more than $12,000 since 1985.

Sources of Funding:

Shared among 11 chemical plants.
29

Guide to Hurricane

Preparedness Video

Contact:

Nathan McCollum, CEM

Radiological Emergency

 Analyst

Indian River County

Emergency Services

1840 25th Street

Vero Beach, FL 32960

Tel: 407–567–8000, ext. 533

Fax: 407–770–5017

Program Type:

Hurricane preparedness video.

Target Population:

County residents.

Setting:

Countywide.

Project Startup Date:

1996.

___________________________________________________ FLORIDA

Program Description:

The “Guide to Hurricane Preparedness” video was produced by the Indian River

County Department of Emergency Services to better educate the public about

planning for, responding to, and recovering from tropical disturbances such as

depressions, storms, and hurricanes. Available free from libraries and video

stores, the video can be viewed by residents and their families at their convenience.

Although the information is intended for Indian River County, the county has

provided tapes to neighboring counties that want more information on hurricane

preparedness. In addition, seminars, slide presentations, media interviews,

special cable television screenings of the video, and a televised town meeting

with phone-in question periods have created a wider audience.

Evaluation Information:

The Indian River County Board of County Commissioners declared May 18–

25, 1996 (the week the video was released) Hurricane Awareness Week. The

county has received complimentary letters from civic groups and residents.

Annual Budget:

$100 for video production, $200 for blank tapes and reproduction, and $50 for

videotape covers.

Sources of Funding:

Department budget.
30

Emergency Incident

Rehabilitation Unit (REHAB)

___________________________________________________ ILLINOIS

Contact:

David Kristofek

Assistant Director of Emergency

Services

Bolingbrook Emergency

Services

375 West Briarcliff

Bolingbrook, IL 60440

Tel: 630–226–8546

Fax: 630–378–0681

Program Type:

Emergency incident rehabilitation unit.

Target Population:

Emergency incident personnel.

Setting:

Villagewide; provides mutual

aid to other communities upon

request.

Project Startup Date:

1993.

Program Description:

The REHAB program was initially conceived to provide firefighters with

immediate assistance and rehabilitation during an emergency such as a fire or

extended hazardous materials incident. The program evaluated items that

would be needed such as clothing; blankets; water; and rehydration, medical,

and environmental protection supplies, etc. These materials are carried on the

REHAB unit, which also can be used as a mobile incident command unit as it

carries a cellular phone, the Emergency Operations Plan, dry erase boards,

maps, and two-way radios.

The REHAB program also provides other items, including refrigerated Gatorade,

water, dry gloves for firefighters, dry Noxem hoods, instant ice packs, and

decaffeinated coffee. The unit contains two portable shelters that are large

enough to accommodate approximately 50 emergency workers and that protect

them from heat or cold. Furthermore, the unit carries a portable 150,000 Btu

torpedo heater, which can warm emergency workers in extreme cold.

Locally, the REHAB unit has served an indeterminable number of firefighters,

medical personnel, and HAZMAT personnel. Emergency services and disaster

agency personnel operate the REHAB program 24 hours per day, year round;

if the area sustained damage from a disaster, the REHAB unit would be a

primary mobile distribution source of disaster supplies and equipment.

Evaluation Information:

The REHAB program services, and receives support from, local area fire

departments and local officials. The REHAB unit provides assistance to

improve training techniques for firefighting. Nearby communities that have

used REHAB praise its many applications and flexibility.

Annual Budget:

$45,000, including salaries.

Sources of Funding:

The village budget and local donations.
31

Floodplain Management Program

Contact:

Fred Paul Block

Flood Assistance Coordinator

Village of South Holland

16226 Wausau Avenue

South Holland, IL 60473

Tel: 708–210–2915

Fax: 708–210–1019

Program Type:

Floodplain management

program.

Target Population:

Approximately 5,000 residents.

Setting:

Riverine floodplain, which is

primarily a residential area.

Project Startup Date:

1991.

Program Description:

After a severe flood in 1990, South Holland formed a Flood Liaison Committee

that enabled residents and village staff to work together. The committee

initiated several programs, including a study of flood control alternatives, a

very successful floodproofing open house, and membership in the Community

Rating System (CRS). After determining that a short-term structural project

was unfeasible, the Flood Liaison Committee developed a comprehensive

floodplain management plan. Completed in 1994, the plan recommended 37

action items, such as small flood-control projects, revisions of the flood

response plan, improved regulatory standards, channel cleaning projects, and

preparations for postflood recovery and mitigation operations. The largest

recommended project was the creation of the Flood Assistance Program, which

provides various public information activities as well as technical assistance to

property owners. One hundred thousand dollars has been apportioned for

rebates to landowners who install approved floodproofing measures. There

were 112 rebates issued at a cost of $69,875 to the village of South Holland.

South Holland is involving other partners in its search for a coordinated,

comprehensive approach to its flood problems. In order to implement various

projects recommended within the plan, village staff are working with the

Army Corps of Engineers, the Soil and Water Conservation District, the

National Weather Service, and the Illinois Department of Natural Resources.

An AmeriCorps team has conducted a channel clearing project. The team is

also coordinating with emergency managers in other communities located on

the watershed in order to establish an early warning system.

Evaluation Information:

The program received the Mitigation Award from the Illinois Association for

Floodplain and Storm Water Management; it also received the best classification of any community in Illinois in FEMA’s CRS. The residents of the village

have responded very positively.

Annual Budget:

$250,000.

Sources of Funding:

Municipal general funds.

___________________________________________________ ILLINOIS
32

Hearing Impaired Alerting System

Contact:

William E. Reynolds, CEM

Emergency Management

Coordinator

Naperville Emergency

Management Agency

1380 Aurora Avenue

Naperville, IL 60540–6206

Tel: 630–420–6009

Fax: 630–305–5905

Program Type:

Telephone pager to inform

hearing impaired persons of

severe weather and other

conditions affecting their safety.

Target Population:

Hearing impaired persons.

Setting:

Citywide.

Project Startup Date:

1995.

Program Description:

The Naperville Emergency Management Agency was approached by its

Americans With Disabilities Committee to provide severe weather notification

to residents with hearing impairments. Initially it was thought that manufacturers of alert radios (such as those used in schools and hospitals) could add a

strobe light to their units. The manufacturers were not interested in doing so.

The city was already using telephone pagers to alert staff to various types of

severe weather situations and decided to add hearing impaired persons to this

program. The supplier of the pagers said that the city could add as many

telephone numbers as they wished. The city’s Social Services Division eventually brought the idea to the City Council, which approved the concept and

authorized rental of 30 pagers at the city’s expense to start the program.

Social Services and the city’s Legal Department worked together to establish

the rules of the program. Any resident age 18 or older with a hearing loss of 65

decibels or greater and with an audiogram is eligible for the program. Each

applicant has to sign an agreement with the city and take a training class

before receiving the pager. Each also receives a package of materials on all

types of safety from the Emergency Management Agency.

The pagers provide specific four-digit codes to identify storm watches and

warnings and to notify users when the 911 system is down and when it comes

back up. The problem with 911 rarely occurs, but when it does, calls go to a

special bypass number of the Public Safety Answering Point.

The monthly cost (per person) for each pager is $4. There have been nothing

but favorable comments from users.

A paper by William Reynolds of the Naperville Emergency Management

Agency, entitled “I Can Feel What You Can Hear!” was recently published in

the American Society of Professional Emergency Planners Journal.

Evaluation Information:

Nineteen hearing impaired persons are now in the program, with an expected

total enrollment of 30 persons. All comments have been favorable.

Annual Budget:

$1,440.

Sources of Funding:

The city budget.

___________________________________________________ ILLINOIS
33

Residential Fire

Response Program (RFR)

___________________________________________________ ILLINOIS

Contact:

David Kristofek

Assistant Director of

Emergency Services

Bolingbrook Emergency

Services

375 West Briarcliff

Bolingbrook, IL 60660

Tel: 708–759–0440 or 0447;

630–226–8541

Fax: 630–226–8549

Program Type:

Residential fire victim care.

Target Population:

Fire victims.

Setting:

Within the village, and in

surrounding municipalities

upon request.

Project Startup Date:

1993.

Program Description:

RFR is operated by volunteer Emergency Services and Disaster Agency

(ESDA) members 24 hours a day. ESDA personnel respond to all confirmed

residential fires, providing immediate care to fire victims. Fire victims are

placed in a remodeled ambulance (to protect them from harsh weather conditions) and supplied with clothes, food, and medical care. Infant and childcare

items such as diapers, formula, clothing, and personal items are carried. Adult

items carried include sweat outfits and personal care items. All emergency

management personnel are required to complete all applicable fire victimrelated courses offered by the Red Cross. RFR supplies are donated by local

businesses and also are paid for by the ESDA budget.

Victims are usually stabilized prior to Red Cross contact, then removed to a

local shelter where they are met by a Red Cross representative. Although there

is very good cooperation between them, RFR can function independently until

the Red Cross arrives at the shelter.

Evaluation Information:

RFR has received much support from the community, the fire department, and

local officials. Local area businesses have provided donations to the program,

and the fire victims who have been served by the program have praised it.

Annual Budget:

$45,000 (including salaries).

Sources of Funding:

The village budget and donations from businesses.
34

___________________________________________________ ILLINOIS

Tri-County River

Rescue/Response Plan

Contact:

E. Kay Harmon, CEM

ESDA Director

City of Peoria Emergency

Services Disaster Agency

3615 North Grandview Drive

Peoria, IL 61614

Tel: 309–686–3521

Fax: 309–686–3519

Program Type:

Multijurisdictional mutual aid

agreement involving three

counties.

Target Population:

The tri-county population

(338,300).

Setting:

The tri-county area along the

Illinois River (Peoria, Tazewell,

and Woodford counties).

Project Startup Date:

1995.

Program Description:

The Tri-County River Rescue/Response Plan was developed to provide an

adequate, effective response to incidents such as drownings, boat fires, and

hazardous materials releases. The Tri-County River Rescue/Response Plan

involves law enforcement, emergency management, fire service, private

industry, and State agencies. The plan clarifies how these agencies will be

notified to respond and how to identify resources that exist in the area. Three

response levels were developed: a level-one response can be handled by one

jurisdiction’s first response agencies and departments, a level-two response

requires limited assistance from nearby jurisdictions, and a level-three response requires full assistance from jurisdictions throughout the tri-county

area. Using the incident command system, all decisions involving mutual aid

are assigned to that jurisdiction’s incident commander. This plan also holds the

potential for use in other emergency situations.

Evaluation Information:

More than 1 dozen organizations have signed on to the plan.

Annual Budget:

None.

Sources of Funding:

Inkind contributions of staff time from existing annual budgets.
35

Hammond Survive Alive House

___________________________________________________ INDIANA

Contact:

Bruce Garrison

Administrator of Elementary

Curriculum

School City of Hammond

41 Williams Street

Hammond, IN 46320

Tel: 219–933–2400

Fax: 219–933–2505

Program Type:

Fire safety education.

Target Population:

School City of Hammond

children in kindergarten and

third grade. Tours also are

provided for parochial and

interested outside groups.

Setting:

The Survive Alive House in

Hammond.

Project Startup Date:

1989.

Program Description:

The Survive Alive House is an actual two-story house built inside the

Hammond Area Career Center gymnasium, designed to teach and reinforce

fire safety skills in a nonthreatening situation using a simulated (nontoxic)

electronic fire. Children receive instruction from firefighters on the following

topics:

• The importance of smoke detectors.

• Exiting a fire.

• Reporting emergencies (using the 911 emergency system, where applicable).

• Stop, drop, and roll.

• Sights and sounds of firefighting.

• Identifying home hazards.

Evaluation Information:

Use of smoke detectors has increased; fire deaths are down; and children have

used what they learned in real emergency situations.

Annual Budget:

$2,000 in 1995.

Sources of Funding:

Donations; School City provides maintenance and insurance.
36

Veterinary Services and Animal

Care Annex

Contact:

Melvin Carraway

Director

Indiana State Emergency

Management Agency

302 West Washington Street

Room E208 IGCS

Indianapolis, IN 46204

Tel: 317–232–3986

Fax: 317–232–3895

Program Type:

Facilitation of care and integration of resources for animal

rescue.

Target Population:

Citizens of Indiana who have

livestock and companion

animals.

Setting:

Statewide.

Project Startup Date:

1995.

___________________________________________________ INDIANA

Program Description:

In disasters, animal owners may hinder effective emergency management by

remaining with their animals during an evacuation or by attempting reentry in

dangerous areas. In addition, the environment may be affected by disrupted

livestock production systems. The Veterinary Services and Animal Care Annex

to the State Emergency Operations Plan was implemented through a collaborative effort among the Indiana State Emergency Management Agency, State

Board of Animal Health, Indiana Veterinary Medical Association, Indiana

Association of Animal Control Personnel, Indiana Veterinary Technicians

Associations, and several accredited zoos. Unique to this annex are a series of

Memoranda of Understanding among the Emergency Management Agency,

State Veterinarian, and professional animal care-providing groups, because

they integrate existing emergency management services with qualified groups

that know how to deal with animals in disasters. The Annex and Memoranda

of Understanding facilitate the care of the large segment of society that owns

animals for companionship or revenue, maintains the quality of life that the

human-animal bond provides, and ensures the optimal level of care for the

environment and safety in public health.

Evaluation Information:

There have been more than 70 favorable press notices and national media

coverage about the Annex. Several inquiries (government and nongovernment) have been made requesting background information and copies of the

annex.

Annual Budget:

None.

Sources of Funding:

Donations and inkind contributions.
37

North Iowa Hazardous Emergency

Action Team

Contact:

Don Friest

Director/Coordinator

North Central Iowa Emergency

Management Agencies

78 South Georgia

Mason City, IA 50401

Tel: 515–421–3665

Fax: 515–421–3639

Program Type:

Regional eight-county

HAZMAT emergency response

unit and team.

Target Population:

Approximately 137,425 urban

and rural residents in the eightcounty region.

Setting:

Regional, centered at the Mason

City Fire Department.

Project Startup Date:

1995.

Program Description:

The North Iowa Hazardous Emergency Action Team (HEAT) was formed by

an eight-county Regional Emergency Planning District Committee to provide

an appropriate, safe, and timely response to extremely hazardous substance

incidents occurring within its operating region—the North Central Iowa

counties of Cerro Gordo, Floyd, Franklin, Hancock, Kossuth, Mitchell,

Winnebago, and Worth. HEAT seeks to raise the awareness of the public and

private sectors within its region with regard to hazardous materials in their

communities. Team members are trained in accordance with National Fire

Protection Association and OSHA standards, and provide HAZMAT

operations-level training to the eight-county emergency response community.

Additional goals are to equip its team with state-of-the-art HAZMAT response

apparatus, utilize baseline physicals and proper medical monitoring of team

members, and train all firefighters within its region to utilize the Incident

Command System. A typical response to an Emergency Health Service release

in the region consists of a command vehicle, HAZMAT apparatus, up to 15

HAZMAT team members, and the necessary number of multidisciplinary

support people for the impacted jurisdiction.

Evaluation Information:

HEAT has been recognized by the media, Iowa HazMat Task Force, and local

industry. In 1994, $15,000 was provided to train about 70 fire departments in

four 4-hour sessions. Thus far, all but 23 fire districts have been trained. The

eight-county region petitioned the Iowa State Emergency Response Commission to recognize the region and allow it to have a Regional Emergency

Planning District.

Annual Budget:

FY 1995, $156,802; FY 1996, $69,970.

Sources of Funding:

Regional county special levy, Hazardous Materials Transportation Uniform

Safety Act, Superfund Amendments and Reauthorization Act (SARA) III, and

Mason City and North Iowa Mercy Health Center grants.

_____________________________________________________ IOWA
38

Family Preparedness 72 Hours

Contact:

J. Robert Johnson, CEM

Coordinator

Office of Emergency

Management

City of Sterling Heights

41625 Ryan Road

Sterling Heights, MI 48314

Tel: 810–726–7000 x136

Fax: 810–726–7007

Program Type:

Family preparedness.

Target Population:

Fourth graders in two school

districts.

Setting:

Sterling Heights.

Project Startup Date:

1994.

_________________________________________________ MICHIGAN

Program Description:

In May of each year the Fire Department Training Division includes the Family

Preparedness 72 Hours Workbook in their Hunt for Home Hazards program in

fourth-grade classrooms. The students take the workbook home and develop a

home safety plan with their families. Presentations are also made to any group

or individual requesting information on family preparedness, and the Community Relations Department distributes more than 250 workbooks to new

residents each month in this manner.

Evaluation Information:

Families are better prepared for emergencies. Emergency departments

throughout the United States and Canada have requested copies of the Family

Preparedness 72 Hours Workbook and related materials. In addition, presentations on the topic have been well received by the Girl Scouts and others.

Mr. Johnson received a certificate of achievement for professional development

and completion of a family protection conference from FEMA’s National

Emergency Training Center.

Annual Budget:

$400.

Sources of Funding:

Office print budget.
39

Contact:

Robert Lee Fink, Ed.D.

Captain/Acting Chief

Lakeland Fire Department

929 Johnson Avenue

Ronkonkoma, NY 11779

Tel: 516–981–0368

Fax: 516–588–8816

Program Type:

Delivery of emergency medical

health care and advanced life

support via a medical bicycle

response unit.

Target Population:

Members of the suburban

community, when emergency

vehicle access is hampered by

crowd density, rough terrain, or

disaster.

Setting:

Suffolk County, New York.

Project Startup Date:

1995.

Lakeland Fire District Medical

Bicycle Response Unit

Program Description:

The Medical Bicycle Response Unit delivers emergency medical care and

advanced life support in areas that are not accessible to vehicles due to

crowds, rough terrain, or disasters that have resulted in debris or downed

trees blocking roadways. This emergency help can be provided via a quickresponse, easy-to-deploy light rescue unit that has already proved useful at

large, heavily attended events.

The unit’s bicycles are fully self-sufficient, carrying medical equipment that

can handle traumas and cardiac arrests, and are equipped with cellular phones

and portable radios. All team members must be firefighters who are also

trained as either emergency medical technicians or paramedics.

Although based in the Lakeland Fire Department, the Medical Bicycle Response Unit is available to other departments in the county on a mutual aid

basis.

Evaluation Information:

The Medical Bicycle Response Unit has received letters of commendation from

the Suffolk County Health Services director and the Exchange Ambulance

Corporation of the Islips for its unique provision of medical care.

Annual Budget:

$2,000.

Sources of Funding:

Local corporate donations.

_________________________________________________ NEW YORK
40

Telephone Book

“Community Pages”

___________________________________________________ OREGON

Contact:

Sue Patterson

Oregon Trail Chapter

American Red Cross

c/o Emergency Services

P.O. Box 3200

Portland, OR 97208

Tel: 503–284–0011 x238

Program Type:

Providing basic first aid and

emergency preparedness

information and directions in

the telephone book.

Target Population:

Portland area residents.

Setting:

Portland, Oregon.

Project Startup Date:

1995.

Program Description:

Under the leadership of Mayor Vera Katz, and with help from U.S. West

Communications and the local Red Cross, Portland phone books now contain

valuable information about lifesaving first aid and other health-related material. In addition, an emergency preparedness guide includes topics such as

what to do when there is a flood or earthquake, how to purify water, what to

put in a survival kit, what to do during a hazardous materials accident, fire

safety, and what to do during severe thunderstorms and winter storms. These

guidelines are designed to help residents prepare for and live through emergencies; users are referred to city and county emergency services, the American Red Cross, and the Civil Defense office for more information.

Evaluation Information:

The community pages are used extensively, especially when communications

are down. A similar program is implemented in San Francisco, California, and

is sponsored by Pacific Bell, which also provides the information in a variety of

languages.

Annual Budget:

N/A.

Sources of Funding:

U.S. West Communications.

Sources for Additional Information:

Catlin Smith

Oregon Trail Chapter

American Red Cross

c/o Emergency Services

P.O. Box 3200

Portland, OR 97208

Tel: 503–284–0011 x296

Dr. Caleb Burns

Portland Psychology Clinic

2154 Broadway, NE.

Suite 110

Portland, OR 97232

Tel: 503–288–4558
41

Arlington County Emergency

Management System

Contact:

Captain William M. Moultrie,

CEM

Deputy Coordinator of

Emergency Services

Arlington County Fire Department

Arlington County Government

2100 Clarendon Boulevard

Suite 400

Arlington, VA 22201

Tel: 703–358–3357

Fax: 703–358–7097

Program Type:

Disaster preparedness and

emergency management.

Target Population:

All workers and residents of the

county.

Setting:

Countywide.

Project Startup Date:

1992.

Annual Budget:

No funds specifically allocated

for this program. The Staff

Assistant to the Fire Chief was

responsible for maintaining the

program, so that the only outlay

was a portion of his annual

salary. Currently, there are only

ancillary costs: printing of

manuals and documents and a

portion of personnel expenses.

Sources of Funding:

Arlington County Fire Department budget.

Program Description:

Arlington County’s Emergency Management System was designed to provide

the ability to respond to natural and/or technological disasters in a rapid and

efficient manner. The system has three basic components: the Emergency

Management Team (EMT), the Emergency Planning Team (EPT), and six

functional task group teams. The EMT is composed of the directors of police,

fire, public works, public affairs, and the County Manager’s office. It is the

core of the system and the decisionmaking body. The EPT is the thinktank that

anticipates future issues and makes recommendations to the EMT. The EPT

and task groups brief the EMT hourly in the early stages of an incident (less

frequently as the incident diminishes). During normal business, the EPT

reviews the emergency operations plan to ensure that it is current. The EPT

includes personnel from departments throughout the county, such as the

police, sheriff, fire department, public works, public affairs, County Manager’s

office, parks and recreation, schools, technology and information services, and

Department of Human Services. The six functional task group teams each have

a different area of responsibility: shelters, communications, resources, routing

and traffic control, employee support, and recovery. Members also include

personnel from outside county government who have special expertise. Any of

the EMT members can convene the entire team. Through the chain of command, fire and police chiefs would invoke the system. The emergency communications center would call system members who would assemble in the

emergency operations center (EOC). Each team is in a separate area of the

EOC. They can communicate in person or by 800 MHz radio. As an incident

unfolds, the task groups monitor it on primary radio channels to anticipate

resource needs, etc.

Evaluation Information:

The program has undergone independent evaluation and has received feedback from participants in the program. Two Air Force Reserve officers, both

Individual Mobilization Augmentees, have reviewed the program and participated in annual disaster exercises in which the program is evaluated. Both

commented that Arlington’s emergency management system was extraordinarily well developed and considerably ahead of most jurisdictions in emergency management. After each exercise, participants fill out a critique to assess

their knowledge of the exercise. Results indicate a high knowledge/comfort

range.

__________________________________________________ VIRGINIA
42

National Oceanographic and

Atmospheric Administration (NOAA)

Weather Radio Promotion Project

Contact:

Christine E. Ohlsen

Project Coordinator

Washington State Grange

P.O. Box 1186

924 Capitol Way South

Olympia, WA 98507–1186

Tel: 360–943–9911

Fax: 360–357–3548

Program Type:

Public service project to supply

facilities with NOAA weather

radio receivers to increase

disaster preparedness.

Target Population:

All citizens in Washington State,

especially those in charge of

facilities with a large number of

people (schools, nursing homes,

and hospitals).

Setting:

Statewide.

Project Startup Date:

1993.

Program Description:

The Washington State Grange, a nonprofit, public service organization, initiated the project, providing for the acquisition of NOAA weather radio receivers by all citizens and, especially, by facilities with responsibility for a large

number of people.

The Grange placed weather radio receivers in every school district and hospital within signal coverage of existing NOAA weather transmitters, resulting in

distribution in each of the State’s 39 counties. NOAA, the National Weather

Service, Federal Emergency Management Agency, and Washington State

Emergency Management supported this effort.

Plans for placement of weather receivers in State long-term care facilities is

now underway. Future target areas include State parks, marinas, hotels and

motels, shopping malls, and office buildings.

Evaluation Information:

The National Oceanographic and Atmospheric Administration (NOAA)

Weather Radio Promotion Project has been awarded the NOAA Public Service

Award from the U.S. Department of Commerce, received 105 thank you letters

from school districts and hospitals, and been the subject of approximately 140

newspaper and newsletter articles. In honor of the program, the governor

proclaimed December 12, 1994, “Washington State Grange—NOAA Weather

Radio Day.” In May 1994, the program was the topic of the monthly television

program “Farm-City Forum.” Delegates at the 1996 California State Grange

convention unanimously voted to undertake this project in California.

Annual Budget:

Not budgeted.

Sources of Funding:

Washington Public Utility Districts Association, Washington Health Foundation, Washington State Association of Hospital Auxiliaries.

_______________________________________________ WASHINGTON
43

Redmond Community Forum—

Dealing With Disaster

Contact:

Robert Schneider

Emergency Preparedness

Coordinator

Redmond Fire Department

City of Redmond

8450 161st Avenue, NE.

Redmond, WA 98052–3584

Tel: 206–556–2130

Fax: 206–556–2227

Program Type:

Forum of volunteers advising

city government.

Target Population:

Persons living or working in

Redmond, Washington (40,000

to 60,000).

Setting:

Redmond, Washington.

Project Startup Date:

1995.

_______________________________________________ WASHINGTON

Program Description:

The forum is a community participation program designed to create ongoing

dialog among citizens and to enable citizens to act as advisers to city government. Volunteer participants must live or work in Redmond and meet with

other citizens two or three times each year. The citizens, led by a convener,

meet in small groups of 8 to 12, view a specially prepared videotape on the

forum’s topic, and then discuss the topic. The videos also are shown on the

city’s cable channel. At local high schools, teachers of American Government

hold forums for juniors and seniors. A local business, SAFECO, hosted lunchtime Dealing With Disaster forums for its employees.

The forums attract many more participants than traditional public meetings;

unlike many such meetings, no podiums or microphones are used, encouraging citizens to enjoy meeting others. Some participants later became commission or board members; two now sit on the City Council.

Next, the groups work together, and each participant is asked to respond to

written, objective questions in a survey called an Opinionaire®. A summary

report, called a Viewspaper®, is prepared and distributed to the participants.

Detailed reports, breaking out responses demographically, are distributed to

government officials and the media and are made available to the public.

Previous forums have dealt with growth management, the future of Redmond,

youth issues, regional transit, Redmond’s economic strategy, water, and

recycling. A record 1,201 people (including 208 young people) participated in

the Dealing With Disaster forum; their input will be incorporated into a new

preparedness strategy for the community. Although only 11 percent of adult

participants were deemed “very prepared” for an emergency, most participants were motivated to improve.

Evaluation Information:

The Dealing With Disaster forum’s program materials and video were cited by

Washington State Military Department’s Emergency Management office, and

the Emergency Preparedness Coordinator was asked to make a presentation at

the 1996 Washington State Emergency Management Conference. A subsequent

forum revealed that over half of the participants in the Dealing With Disaster

forum became better prepared. The Dealing With Disaster video has been

shown to an additional 2,500 citizens since the initial project.

Annual Budget:

$30,000 (of which $20,000 is for staff time).

Sources of Funding:

City taxes.
44

Emergency Preparedness and

Safety Merit Badge Seminar

Contact:

David L. Maack, CEM

Emergency Management

Coordinator

Racine County Office of

Emergency Management

730 Wisconsin Avenue

Racine, WI 53403

Tel: 414–636–3515

Fax: 414–636–3505

Program Type:

Boy Scout merit badge program

for safety and emergency

preparedness.

Target Population:

Racine County area Boy Scouts.

Setting:

Countywide.

Project Startup Date:

1994.

Program Description:

The requirements for the Safety Merit Badge complement Racine County

Emergency Management’s family preparedness campaign. Topics of the

4-hour program include overviews of home safety, severe weather, fire safety,

carbon monoxide poisoning, natural gas, and how to develop a home safety

plan. The seminar is geared to helping youth and to informing the public

about the family preparedness campaign. To make the program successful,

Racine County Emergency Management partnered with Racine police and fire

departments, Neighborhood Watch, the Red Cross, Wisconsin Natural Gas and

Electric, and a local television station. The mayor and county executive proclaimed a “Safety Merit Badge Day.”

Evaluation Information:

In 1994 Racine County Emergency Management sponsored the Safety and

Emergency Preparedness Merit Badge Seminar, which complements its family

preparedness campaign. Fifty boys participated in 1994 and 65 in 1995. Other

agencies joined the effort. Evaluations of the seminar were positive, and the

boys who attended would like to attend more seminars. The program is cost

effective and media attention is generated. In addition, the program fosters

cooperation among agencies and provides a model for successful implementation elsewhere.

Annual Budget:

N/A.

Sources of Funding:

The only cost was staff time. FEMA and the American Red Cross provided all

the literature at no charge. All speakers came from speakers bureaus. Wisconsin Electric provided refreshments and handouts, and made the photo identification badges.

_________________________________________________ WISCONSIN
45

_________________________________________________WISCONSIN

Northeast Wisconsin Hazmat Task

Force (NWHTF)

Contact:

Nancy H. Crowley, CEM

Director

Northeast Wisconsin Hazmat

Task Force

Manitowoc County Emergency

Management

1025 South Ninth Street

Manitowoc, WI 54220

Tel: 414–683–4207

Fax: 414–683–4568

Program Type:

HAZMAT response task force.

Target Population:

646,443 residents in 9 counties

in Northeast Wisconsin who do

not have hazardous materials

emergency response capabilities.

Setting:

Strategic locations in

Sheboygan, Manitowoc, and

Oshkosh counties.

Project Startup Date:

1994.

Program Description:

NWHTF is an 85-member task force that by cooperative agreement is strategically located in three Wisconsin counties, forming a triangular blanket of

coverage for 9 counties that do not have hazardous materials emergencyresponse capabilities. The task force has a wealth of resources in personnel and

equipment, training, and experience. It can put a fully equipped response

vehicle and staff on the scene of most Level A incidents within 30 minutes and

cover a significant portion of Northeast Wisconsin within 1 hour. Advantages

offered by the counties’ consolidation of resources include faster response

times to a larger geographical area, more personnel than any single team,

elimination or reduction of duplication in services, cost reductions, broader

acumen of personnel, greater equipment resources, more specialization in

functions and capabilities, and better local response.

Evaluation Information:

The team received an award for excellence from the Environmental Protection

Agency at a 1994 exercise. Two units of the team have worked together at an

incident. To date, there has not been an incident requiring all three units.

Annual Budget:

$900,000 over a 5-year period.

Sources of Funding:

State grant.
Indexes
49

____________________________________ PROGRAM CONTACTS INDEX

Program Contacts Index

The program contacts in this Compendium are listed alphabetically below.

Gerald L. Adams, 7

Elizabeth B. Armstrong, CAE, 11

Colonel Carl R. Baker, 12

Fred Paul Block, 31

Melvin Carraway, 36

Allen Reese Coggins, 9

Russell C. Coile, Ph.D., CEM, 25

Nancy H. Crowley, CEM, 45

Pete Curran, 24

F. Wesley Dolezal, 12

Robin Ellis, 8

Robert Lee Fink, Ed.D., 39

Don Friest, 37

Bruce Garrison, 35

E. Kay Harmon, CEM, 34

Laura Herron, 20

J. Robert Johnson, CEM, 38

Michelle Kelley, 13

Richard W. Kendall, CEM, 28

David Kristofek, 30, 33

David L. Maack, CEM, 44

Joyce MacCartney, 17

Nathan McCollum, CEM, 29

Gary D. Milliman, 21

Captain William M. Moultrie,

CEM, 41

Adina Novodor, 19

Christine E. Ohlsen, 42

Sue Patterson, 40

Sarah Peterson, 22

Drew Reekie, 27

William E. Reynolds, CEM, 32

Robert Schneider, 43

William Schock, 23

Robert Sedivy, 26

Sgt. Robert J. Smith, 10

Ralph D. Urquiza, 5

George J. Washburn, 18

Dave Zocchetti, 6
51

_______________________________________ PROGRAM TITLES INDEX

Program Titles Index

The program titles in this Compendium are listed alphabetically below.

Arcadia Chamber of Commerce Emergency Preparedness Committee for

Business Owners, 17

Arlington County Emergency Management System, 41

Auxiliary Communications Mutual Aid, 18

Chimacum High School Earthquake Preparedness Program, 13

A Chronology of Historic Disasters in Tennessee, 9

Community Agencies Disaster Relief Effort (CADRE), 19

Delaware City—Community Awareness and Emergency Response Committee

(DC–CAER), 28

Earthquake Debris Collection Program, 20

Earthquake Fair, 21

Emergency Incident Rehabilitation Unit (REHAB), 30

Emergency Preparedness and Safety Merit Badge Seminar, 44

The Emergency Preparedness Chair Interest Group Newsletter:

EPCIG Newsletter, 22

Emergency Responders Appreciation Day (ERAD), 8

Family Preparedness 72 Hours, 38

Floodplain Management Program, 31

Guide to Hurricane Preparedness Video, 29

Hammond Survive Alive House, 35

Hazardous Materials Emergency Response Interagency Agreement Between

the City of Grand Junction Fire Department and the Bureau of Land

Management, 27

Hearing Impaired Alerting System, 32

Home Earthquake Strengthening Program, 23

Lakeland Fire District Medical Bicycle Response Unit, 39

Los Angeles City Fire Explorer Program, 5

Meteorological Consultation Services, 24

National Coordinating Council on Emergency Management (NCCEM)

Certified Emergency Manager (CEM) Program, 11

National Oceanographic and Atmospheric Administration (NOAA)

Weather Radio Promotion Project, 42

Neighbors for Defensible Space, 7

North Iowa Hazardous Emergency Action Team, 37

Northeast Wisconsin Hazmat Task Force (NWHTF), 45

Pacific Grove—A Model for Small City Disaster Preparedness, 25

Police-Fire Incident Management Course, 12

Redmond Community Forum—Dealing With Disaster, 43

Residential Fire Response Program (RFR), 33

Residential Seismic Voluntary Program (RSVP), 26

Special Needs Awareness Program (SNAP), 10

Standardized Emergency Management System (SEMS), 6

Telephone Book “Community Pages,” 40

Tri-County River Rescue/Response Plan, 34

Veterinary Services and Animal Care Annex, 36
53

Program Subjects Index

_____________________________________PROGRAM SUBJECTS INDEX

Alert systems. See Emergency warning and communications systems;

School programs

Animal care

Veterinary Services and Animal Care Annex, 36

Appreciation and recognition programs

Emergency Responders Appreciation Day (ERAD), 8

Auxiliary communications

Auxiliary Communications Mutual Aid, 18

Awards programs. See Appreciation and recognition programs

Bicycle response units

Lakeland Fire District Medical Bicycle Response Unit, 39

Boy Scouts

Emergency Preparedness and Safety Merit Badge Seminar, 44

Los Angeles City Fire Explorer Program, 5

Broadcasting systems. See Emergency warning and communications systems

Business owners

Arcadia Chamber of Commerce Emergency Preparedness Committee for

Business Owners, 17

Certified emergency managers

National Coordinating Council on Emergency Management (NCCEM)

Certified Emergency Manager (CEM) Program, 11

Chemical emergencies. See Hazardous materials response teams

Children. See Boy Scouts; Firefighter training; School programs

Coastal regions. See Hurricane preparedness and mitigation

Communications systems. See Emergency warning and communications

systems

Community disaster preparedness. See Family disaster preparedness;

Public education; School programs

Community service. See Volunteer services

Computer use

A Chronology of Historic Disasters in Tennessee, 9

Meteorological Consultation Services, 24

Damage assessment

Arcadia Chamber of Commerce Emergency Preparedness Committee for

Business Owners, 17

Data bases. See Computer use
54

_____________________________________ PROGRAM SUBJECTS INDEX

Disaster identification

Arcadia Chamber of Commerce Emergency Preparedness Committee for

Business Owners, 17

Disaster preparedness and mitigation. See also Emergency preparedness and

mitigation; Family disaster preparedness; Public education; School

programs; specific areas of preparedness, e.g., Hurricane preparedness and

mitigation

Arlington County Emergency Management System, 41

A Chronology of Historic Disasters in Tennessee, 9

Community Agencies Disaster Relief Effort (CADRE), 19

Earthquake Debris Collection Program, 20

Earthquake Fair, 21

National Oceanographic and Atmospheric Administration (NOAA)

Weather Radio Promotion Project, 42

Pacific Grove—A Model for Small City Disaster Preparedness, 25

Redmond Community Forum—Dealing With Disaster, 43

Veterinary Services and Animal Care Annex, 36

Disaster response. See Emergency response; Hazardous materials response

teams; Volunteer services

Drill programs. See School programs

Earthquake debris removal

Earthquake Debris Collection Program, 20

Earthquake preparedness and mitigation

Chimacum High School Earthquake Preparedness Program, 13

Earthquake Fair, 21

Home Earthquake Strengthening Program, 23

Pacific Grove—A Model for Small City Disaster Preparedness, 25

Residential Seismic Voluntary Program (RSVP), 26

Education. See Firefighter training; Public education; School programs

Elderly persons

National Oceanographic and Atmospheric Administration (NOAA)

Weather Radio Promotion Project, 42

Special Needs Awareness Program (SNAP), 10

Emergency evacuation

Special Needs Awareness Program (SNAP), 10

Emergency management certification. See Certified emergency managers

Emergency personnel. See also Hazardous materials response teams;

Volunteer services

Emergency Incident Rehabilitation Unit (REHAB), 30

Emergency Responders Appreciation Day (ERAD), 8

Lakeland Fire District Medical Bicycle Response Unit, 39

Los Angeles City Fire Explorer Program, 5
55

_____________________________________ PROGRAM SUBJECTS INDEX

Meteorological Consultation Services, 24

Police-Fire Incident Management Course, 12

Residential Fire Response Program (RFR), 33

Standardized Emergency Management System (SEMS), 6

Emergency preparedness and mitigation. See also Disaster preparedness and

mitigation; Public education; School programs; specific areas of

preparedness, e.g., Hurricane preparedness and mitigation

Arcadia Chamber of Commerce Emergency Preparedness Committee for

Business Owners, 17

Arlington County Emergency Management System, 41

A Chronology of Historic Disasters in Tennessee, 9

Emergency Preparedness and Safety Merit Badge Seminar, 44

The Emergency Preparedness Chair Interest Group Newsletter: EPCIG

Newsletter, 22

Family Preparedness 72 hours, 38

Neighbors for Defensible Space, 7

Telephone Book “Community Pages,” 40

Tri-County River Rescue/Response Plan, 34

Emergency response. See also Volunteer services

Community Agencies Disaster Relief Effort (CADRE), 19

Delaware City—Community Awareness and Emergency Response

Committee (DC–CAER), 28

Hazardous Materials Emergency Response Interagency Agreement Between

the City of Grand Junction Fire Department and the Bureau of Land

Management, 27

Lakeland Fire District Medical Bicycle Response Unit, 39

North Iowa Hazardous Emergency Action Team, 37

Northeast Wisconsin Hazmat Task Force (NWHTF), 45

Tri-County River Rescue/Response Plan, 34

Emergency warning and communications systems

Auxiliary Communications Mutual Aid, 18

Hearing Impaired Alerting System, 32

National Oceanographic and Atmospheric Administration (NOAA)

Weather Radio Promotion Project, 42

Telephone Book “Community Pages,” 40

Evacuation assistance

Special Needs Awareness Program (SNAP), 10

Family disaster preparedness. See also Public education; School programs

Emergency Preparedness and Safety Merit Badge Seminar, 44

Family Preparedness 72 hours, 38

Fire and safety equipment

Emergency Incident Rehabilitation Unit (REHAB), 30
56

_____________________________________ PROGRAM SUBJECTS INDEX

Fire mitigation and response

Neighbors for Defensible Space, 7

Residential Fire Response Program (RFR), 33

Fire safety training

Hammond Survive Alive House, 35

Firefighter training

Los Angeles City Fire Explorer Program, 5

Police-Fire Incident Management Course, 12

Flood management and mitigation

Floodplain Management Program, 31

Handicapped persons. See Hearing impaired persons; Mentally challenged

persons; Physically challenged persons

Hazard preparedness and mitigation. See also Disaster preparedness and

mitigation; Emergency preparedness and mitigation; Family disaster

preparedness; Public education; School programs; specific areas of preparedness, e.g., Hurricane preparedness and mitigation

A Chronology of Historic Disasters in Tennessee, 9

Hazardous materials response teams

Delaware City—Community Awareness and Emergency Response

Committee (DC–CAER), 28

Hazardous Materials Emergency Response Interagency Agreement Between

the City of Grand Junction Fire Department and the Bureau of Land

Management, 27

North Iowa Hazardous Emergency Action Team, 37

Northeast Wisconsin Hazmat Task Force (NWHTF), 45

Hearing impaired persons

Hearing Impaired Alerting System, 32

Homebound persons

Special Needs Awareness Program (SNAP), 10

Hurricane preparedness and mitigation

Guide to Hurricane Preparedness Video, 29

Incident management personnel. See Emergency personnel

Information dissemination. See Public education; School programs;

Videotapes

Interagency cooperation. See also Multiagency cooperation

Auxiliary Communications Mutual Aid, 18

Hazardous Materials Emergency Response Interagency Agreement Between

the City of Grand Junction Fire Department and the Bureau of Land

Management, 27

Standardized Emergency Management System (SEMS), 6

Veterinary Services and Animal Care Annex, 36
57

_____________________________________ PROGRAM SUBJECTS INDEX

Law enforcement services. See Police training

Management certification. See Certified emergency managers

Mentally challenged persons

Special Needs Awareness Program (SNAP), 10

Meteorological consultation services

Meteorological Consultation Services, 24

Multiagency cooperation. See also Interagency cooperation

Standardized Emergency Management System (SEMS), 6

Tri-County River Rescue/Response Plan, 34

Physically challenged persons

Special Needs Awareness Program (SNAP), 10

Police training

Police-Fire Incident Management Course, 12

Printed educational materials. See Public education; School programs

Public education. See also School programs

Chimacum High School Earthquake Preparedness Program, 13

Delaware City—Community Awareness and Emergency Response

Committee (DC–CAER), 28

Earthquake Fair, 21

Emergency Preparedness and Safety Merit Badge Seminar, 44

The Emergency Preparedness Chair Interest Group Newsletter: EPCIG

Newsletter, 22

Emergency Responders Appreciation Day (ERAD), 8

Family Preparedness 72 hours, 38

Hammond Survive Alive House, 35

Home Earthquake Strengthening Program, 23

Los Angeles City Fire Explorer Program, 5

Neighbors for Defensible Space, 7

Pacific Grove—A Model for Small City Disaster Preparedness, 25

Redmond Community Forum—Dealing With Disaster, 43

Residential Seismic Voluntary Program (RSVP), 26

Telephone Book “Community Pages,” 40

Public schools. See School programs

Radio emergency services

Auxiliary Communications Mutual Aid, 18

National Oceanographic and Atmospheric Administration (NOAA)

Weather Radio Promotion Project, 42

Recognition programs. See Appreciation and recognition programs

Risk assessment. See Disaster preparedness and mitigation; Earthquake

preparedness and mitigation; Emergency preparedness and mitigation;
58

Flood management and mitigation; Hazard preparedness and mitigation;

Hurricane preparedness and mitigation

Safety equipment. See Fire and safety equipment

School programs

Chimacum High School Earthquake Preparedness Program, 13

Family Preparedness 72 hours, 38

Hammond Survive Alive House, 35

National Oceanographic and Atmospheric Administration (NOAA)

Weather Radio Promotion Project, 42

Seismic resistance. See Earthquake preparedness and mitigation

Stormwater management. See Flood management and mitigation; Hurricane

preparedness and mitigation

Telephone books

Telephone Book “Community Pages,” 40

Telephone pagers

Hearing Impaired Alerting System, 32

Training. See Firefighter training; Public education; School programs

Veterinary services

Veterinary Services and Animal Care Annex, 36

Videotapes

Guide to Hurricane Preparedness Video, 29

Redmond Community Forum—Dealing With Disaster, 43

Volunteer services

Auxiliary Communications Mutual Aid, 18

Chimacum High School Earthquake Preparedness Program, 13

Community Agencies Disaster Relief Effort (CADRE), 19

Los Angeles City Fire Explorer Program, 5

Redmond Community Forum—Dealing With Disaster, 43

Residential Fire Response Program (RFR), 33

Warning systems. See Emergency warning and communications systems

Weather consultation services

Meteorological Consultation Services, 24

Weather warnings

Hearing Impaired Alerting System, 32

National Oceanographic and Atmospheric Administration (NOAA)

Weather Radio Promotion Project, 42

Wildfire mitigation

Neighbors for Defensible Space, 7

Workshops. See Public education; School programs

_____________________________________ PROGRAM SUBJECTS INDEX
59

Program Locations Index

___________________________________ PROGRAM LOCATIONS INDEX

Following is a list of locations where exemplary practices and/or their contacts

can be found. States are listed in bold in alphabetical order. Under each, the

entries “statewide,” “nationwide,” or “international” may be found, indicating

that programs are found throughout a State or region; cities and counties

follow in alphabetical order.

California, 5, 6, 17–26

statewide, 6

Arcadia, 17

Fort Bragg, 21

Los Angeles, 5

Monterey County, 25

North Hollywood, 5

Northern California, 22

Oakland, 22

Orange County, 24

Pacific Grove, 25

Sacramento, 6

San Clemente, 24

San Jose, 18

San Leandro, 23

Santa Barbara, 26

Santa Clara County, 18, 19

Santa Cruz County, 18

Simi Valley, 20

Colorado, 27

Grand Junction, 27

Western Colorado, 27

Delaware, 28

Delaware City, 28

New Castle, 28

Florida, 29

Indian River County, 29

Vero Beach, 29

Illinois, 30–34

Bolingbrook, 30, 33

Naperville, 32

Peoria County, 34

South Holland, 31

Tazewell County, 34

Woodford County, 34

Indiana, 35, 36

statewide, 36

Hammond, 35

Indianapolis, 36

Iowa, 37

Cerro Gordo County, 37

Floyd County, 37

Franklin County, 37

Hancock County, 37

Kossuth County, 37

Mason City, 37

Mitchell County, 37

North Central Iowa, 37

Winnebago County, 37

Worth County, 37

Michigan, 38

Sterling Heights, 38

Nevada, 7

Carson City, 7

Crystal Bay, 7

Lake Tahoe, 7

Reno, 7

New York, 39

Ronkonkoma, 39

Suffolk County, 39

Oregon, 40

Portland, 40

South Carolina, 8

Aiken County, 8

Tennessee, 9

statewide, 9

Oak Ridge, 9

Texas, 10

international, 10

nationwide, 10

Beaumont, 10
60

___________________________________ PROGRAM LOCATIONS INDEX

Virginia, 11, 12, 41

international, 11

nationwide, 11

Arlington County, 41

Chesterfield, 12

Falls Church, 11

Washington, 13, 42

Statewide, 42

Chimacum, 13

Olympia, 42

Redmond, 43

Western Washington, 13

Wisconsin, 44, 45

Manitowoc County, 45

Northeast Wisconsin, 45

Oshkosh County, 45

Racine County, 44

Sheboygan County, 45
Forms
✁

Reader Survey Form

To improve future editions of the Compendium, we would appreciate receiving your comments on this edition.

Please use the back of this form if you need more space.

Please reply to the questions below and return this form to:

 Mail to: Compendium of Exemplary Practices in Emergency Management

PT-SL-PL, Room 614

FEMA

500 C Street, SW.

Washington, DC 20472

Attention: Compendium Survey

Please check boxes, as appropriate.

❑ I have seen the Compendium.

My general goals in using the Compendium were to:

❑ Become aware of new disaster mitigation strategies.

❑ Identify programs around the country that are similar to ones I use.

❑ Locate specific sources of information.

❑ Locate specific sources of training and technical assistance.

❑ Locate specific sources of funding.

❑ Others; please specify: __________________________________________________

Overall, I thought the Compendium was:

❑ Very useful ❑ Somewhat useful ❑ Not useful

Please indicate the usefulness of the following:

Very useful Somewhat useful Not useful

Programs that address:

Damage assessment/reconstruction ________________ ________________ ________________

Disaster preparedness ________________ ________________ ________________

Emergency personnel ________________ ________________ ________________

Evacuation ________________ ________________ ________________

Hazardous materials ________________ ________________ ________________

Training/technical assistance ________________ ________________ ________________

Additional comments:

_________________________________________________________________________________________________

(Optional)

Name ____________________________________________________________________________________________

Address __________________________________________________________________________________________

City________________________________________ State ______________________ ZIP ___________________

Telephone ( ) _____________________________ Fax ( ) _____________________________________
65

An Invitation for Nominations of

Exemplary Practices

In keeping with its goals for building a strong and effective emergency management system, FEMA continues to search for creative ways and means to

better utilize the resources that are available at the Federal, State, and local

levels of government, as well as in the private and volunteer sectors.

With “Partnerships in Preparedness” as its theme, FEMA’s Compendium of

Exemplary Practices in Emergency Management provides an avenue for forging

cooperation and leveraging emergency management talent and resources

throughout the public and private sectors, and pays tribute to those who have

developed such practices.

Criteria. An exemplary practice in emergency management is any practice,

project, program, technique, or method that works in one place and is worthy

of copying and can be copied elsewhere. It includes initiatives such as inventive coordination among organizations, volunteer projects and resource

sharing, and other innovative and highly effective emergency management

activities. In addition, the reviewers look for emergency management practices

that not only meet recommended standards in the industry but that, through

innovations, exceed them. Each nomination should include names of knowledgeable individuals who can provide further information on any practice

described in the Compendium.

Your nominations and suggestions are welcome at any time. Reproduced on

the next page is the “New Programs/Update Form.” This format is preferred

for your nominations, which may be sent to: Compendium of Exemplary

Practices in Emergency Management, PT–SL–PL, Room 614, FEMA, 500 C

Street, SW., Washington, DC 20472. All submissions will be reviewed by a

screening panel representing the broad spectrum of the emergency management community.

__________________________________________________________
✁

New Programs/Update Form

Please use this form to correct or add information to programs that appeared in either Compendium or to

nominate new programs for the next edition. To update, simply fill in the title of the program and the lines on

which information has changed.

Name of Person Filling Out This Form ______________________________________________________________

Telephone Number ( ) _________________________________________________________________________

Exemplary Practices in Emergency Management

Name of Exemplary Practice and Acronym __________________________________________________________

Full Name of Contact Person _______________________________________________________________________

Title _____________________________________________________________________________________________

Name of Agency or Association ____________________________________________________________________

Street Address ___________________________________________________________________________________

City _____________________________________ State ______________________ ZIP ______________________

Telephone Number ( ) _________________ Fax Number _________________ E-mail _________________

Type of Exemplary Practice ________________________________________________________________________

Population Served (who will use this practice) _______________________________________________________

_________________________________________________________________________________________________

Setting (where is this practice located, e.g., in “downtown” commercial area of a small city)

_________________________________________________________________________________________________

Startup Date (calendar year) ________________________________________________________________________

Evaluation Information (signs of success such as independent evaluations of the program and results, awards,

special recognition, and/or feedback from participants or community)

_________________________________________________________________________________________________

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Annual Budget ___________________________________________________________________________________

Sources of Funding (be specific if they are foundations and/or Federal sources)

_________________________________________________________________________________________________

_________________________________________________________________________________________________

Program Description (goals and operation); please limit to 200 words on a separate page.

Mail to: Compendium of Exemplary Practices in Emergency Management

PT–SL–PL, Room 614

FEMA

500 C Street, SW.

Washington, DC 20472

Please also enclose a brochure or any other backup information that provides detail about the practice.
A Compendium ofExemplary Practices inEmergency Management

Volume II

PREPAREDNESS

May 1997